Factors affecting strategy implementation at the Kenya wildlife servives

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Many organizations are able to generate innovative strategic plans, but few are able to successfully implement these plans. Some researchers note that organizations fail to implement up to 70% of their strategic initiatives (Miller, 2002). The transition from idea to reality or stated differently, the link between strategy and implementation is complex. Literature suggests that successful strategy implementation is difficult to achieve for six key reasons (Rapa and Kauffman, 2005). Kenya Wildlife Service had a five-year strategic plan that ran through the year 2010 to 2014 where the main goal was to make Kenya Wildlife Service which was to make Kenya Wildlife Service make Kenya a tourism hub for wildlife attraction. The objectives were to realign the existing business model with the aim of improving efficiency of Kenya Wildlife Service which was expected to emulate private sector management principles. An evaluation carried out at the end of 2012 revealed that Kenya Wildlife Service was only able to realize 40% of the intended outcomes and inadequate implementation was pointed out to be the major cause (KWS, 2012). This study sought to fill the existing research gap by carrying out a study to establish factors affecting strategy implementation at the Kenya Wildlife Services. The study considered case study design suitable for this study. The study population composed of 166 members of staff in different managerial levels currently working at the Kenya Wildlife Services. Stratified random sampling was used to select a sample of 83 respondents. Questionnaires were used to collect mainly quantitative data. The research administered a questionnaire to each member of the target population. Pilot study was carried out to pretest and validate the questionnaire and the interview guide. Quantitative data collected was analyzed using SPSS (Version 20) and presented through percentages, means, standard deviations and frequencies. The information was displayed by use of bar charts, graphs and pie charts and in prose-form. Content analysis was used to test data that is qualitative nature or aspect of the data collected from the open ended questions. A correlation matrix was developed to analyze the relationships between the study variables as this would assist in developing a prediction multiple models. The study revealed that top managers must demonstrate their willingness to give energy and loyalty to the implementation of strategic plans at KWS to succeed. Coordination helps to improve the efficiency of operations by avoiding overlapping efforts and duplication of work, competent staff members increased efficiencies in processes, resulting in positive performance. the study concludes that op management commitment, effective coordination of activities, staff competencies and ensuring financial resources allocation all had a positive influence on implementation of strategic plans at Kenya Wildlife Services. The management of KWS should enhance initiatives that enhance Coordination, The management of KWS should put into place organization-funded training and professional development activities to enable employees achieve a high level of competence in an efficient manner, provide a mechanism for the recognition of employees’ abilities, ensure that individual professional development and training milestones are recorded and acknowledged by the organization, The management of KWS should Sound financial base as it was found to influence the success of strategy implementation process in the organization KWS should show full commitment and demonstrate their willingness to give energy and loyalty in all stages of implementation process.




Strategy Implementation--Kenya wildlife services, Kenya wildlife services